董事会与高管（C-suite）协作如何构建组织韧性（英）

How board and C-suite collaboration can build organizational resilience Deloite Global Boardroom Program Deloite Global CEO Program A Deloitte Global survey shows that boards and C-suite executives are working together in new ways to navigate volatility and keep growth on the agenda 1 How board and C-suite collaboration can build organizational resilienceTable of contents 02 . . . Foreword 03 . . . Introduction 04 . . . From economic volatility to technological advancement: Tracking the shift in board and C-suite priorities 06 . . . Boards lean in on risk, strategy, and scenario planning 08 . . . Board and C-suite leaders see open communication as critical to fostering resilience 10. . . Chairs are pivotal to enhancing collaboration and board efectiveness 11 . . . Do boards need to shore up capabilities to provide the right support and guidance? 13 . . . Boards and management can cocreate a more resilient tomorrow 15 . . . Endnotes 2 How board and C-suite collaboration can build organizational resilience Foreword Businesses operating globally have experienced a number of unprece-dented developments and disruptions in the past decade, including geopolit-ical shifts, advances in artifcial intel-ligence and quantum computing, the impact of conficts, trade relations, supply chain challenges, extreme weather events, and a global pandemic. Now, the convergence of these develop-ments has determined that uncertainty has become the new norm. As business leaders, we should ensure that, amid this complexity, organizations are positioned not only to survive but also to thrive. An active focus on organizational resilience has never been more important. This report on resilience and growth, brought to you by the Deloitte Global Boardroom Program in collaboration with the Deloitte Global CEO Program, is based on a survey of nearly 750 board members and C-suite executives, along with thoughtful conversations with over a dozen board chairs, directors, and CEOs worldwide, who have generously shared their experiences and insights into the challenges facing leading organizations today. We plan to dive deeper, in a future article, into the perspective of CEOs, and on how they are focusing on resilience and their relationship with the board. We’d like to thank all the participants for their time and contributions. In this report, we share their aggregated perspectives. What we heard loud and clear is that neither the board nor the C-suite can go it alone. One could argue that this new normal may require a new model of board and C-suite chal-lenge and support through enhanced collaboration. Together, we can work to build a new kind of resil-ience—one that is not solely defensive in nature but also acts as an engine for resilient growth, seizing opportunities as they emerge. As we close out 2025, we hope the insights from this report can help to catalyze meaningful conver-sations between your board and executive teams, helpi